In many companies, the roles of first and second-line sales leaders are blurred, with the second-line manager acting as just another first-line manager. This creates redundancy, causing reps to get the same questions from both and signaling a lack of communication and clear responsibility.
While the first-line manager owns building a hiring pipeline, the second-line manager's role is strategic oversight. They should focus on quality by observing hiring trends, identifying repeated mistakes or blind spots in the interview process, and coaching the first-line manager to improve their selection criteria.
To enforce role clarity, the second-line manager should assess each rep's skills and co-create their development plan. Accountability is key: during a QBR, the CRO should question the second-line manager first about a struggling rep’s development plan, shifting their focus from pure forecasting to strategic talent growth.